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42 entries for 2007 IPA Effectiveness Awards

There have been 42 entries from 28 agencies for the 2007 IPA Effectiveness Awards, the world’s most rigorous and prestigious awards scheme, sponsored by Thinkbox, the television marketing body for all the major UK commercial television broadcasters.


There have been 42 entries from 28 agencies for the 2007 IPA Effectiveness Awards, the world’s most rigorous and prestigious awards scheme, sponsored by Thinkbox, the television marketing body for all the major UK commercial television broadcasters. The IPA Effectiveness Awards showcase and reward campaigns that demonstrate a commercial return from marketing investment.

Entries include well known brands such as Coca-Cola Zero, Weetabix, Tesco and Waitrose, as well as public sector awareness campaigns for Child Safety on the Internet and Police Community Support Officers.

The 2007 IPA Effectiveness Awards are open to agencies in the UK with an income up to £20m and are sponsored by Thinkbox, WARC, Royal Mail and Campaign. The entries will be judged by two panels; an industry panel who decide the shortlist and a client panel, chaired by Lord Gordon of Strathblane, CBE, who award the prizes that will be revealed at a ceremony and dinner at Dynamic Earth in Edinburgh on the 13th November 2007. 

The details of the 2007 entries are:
• Of the 28 agencies there were: 13 from London, 6 from Scotland (4 from Edinburgh, 2 from Glasgow), 5 from Northern Ireland, 3 from the regions (2 from Manchester, 1 from Brighton) and 1 from Wales.
• The most used form of communications media was television, used in 29 out of the 42 entries.
• The second most used media was press, used in 27 out of the 42 entries (a combination of national newspapers, regional newspapers, and magazines).
• This was followed by out of home advertising, used in 23 out of the 42 entries.
• Half the entries used the internet, 21 out of the 42 entries.
• Half the entries used radio, 21 out of the 42 entries.
• The average number of communications media used was 4 (from a selection including: TV, press, radio, out of home, cinema, internet, interactive, SMS mobile marketing, DM, sales promotion, PR, sponsorship, and word of mouth).
• 10 entries used 6 or more types of communications media.
• There were 38 single entries and 4 joint entries.
• 8 entries used econometric modelling to prove the ROI of their campaigns.
• Entries spanned all sectors including: public sector, FMCG, charity, tourism, transport, telecoms, TV, retail, social marketing and more.

The 42 entries are for the following brands:

Aqua Optima, Strix
Army Cadet Force, ARMY (British Forces Army)
BT Total Broadband, BTNI
Carex, P2 Cussons
Child Protection on the Internet, Home Office and COI
Churchill Square Shopping Centre, Standard Life Investments
Coca-Cola Zero, Coca-Cola Great Britain
Cornwell Enterprise 
Curanail, Galderma UK
Direct Payment, Department of Work and Pensions/COI
E4 Skins, Channel 4
First ScotRail
Glasgow City, Glasgow City Marketing Bureau
Hastings Hotels
Historic Scotland
Knife Crime, Police Service of Northern Ireland
Magners, C & C
National Trust Northern Ireland
Northern Bank
Original Source, P2 Cussons
P&O Cruises 
P&O Ferries
Pilkington Activ, Pilkington
Police Community Support Officers, The Home Office
Police Service of Northern Ireland, Deloitte
Pomegreat, Chartered Brands
Road Safety, Department of the Environment (Northern Ireland) and Road Safety          Authority (Republic of Ireland)
Ryvita Minis
Scottish Executive
Stop Attacks, Northern Ireland Fire and Rescue service
Subway Stores, Subway/Doctors Associates Inc
The Big Plus, Communities Scotland/Learning Connections
The Irish News –  ‘Jobs on Thursday’ The Irish News
Translink Metro
Trident, Metropolitan Police Service

Said Richard Storey, Chief Strategy Officer at M&C Saatchi and Convenor of Judges, “The entries reflect the breadth of the modern communications industry, spanning all types of initiative from small outbound e-mail promotion to multi-channel, brand building drive. Judging which best demonstrate effectiveness in today's climate will be as instructive as it will be challenging.”

Said Tess Alps, CEO, Thinkbox, “Thinkbox is dedicated to effectiveness; understand-ing it fully, promoting its importance and helping advertisers pursue greater effectiveness through the use of TV's growing spectrum of opportunities. We are therefore very proud to support these most prestigious awards, which set the highest standards of effectiveness in the world.”

For further information, please see:

Case Summaries 2007 IPA Effectiveness Awards:

Aqua Optima by BJL Group – ‘How crystal clear thinking stopped a drought’.
Aqua Optima, a manufacturer of the filters used in water filter kettles, was a component brand in a small product category. This category was facing a difficult future with both host brands and key retailers losing interest. Talk of delisting and withdrawal from the market provided the context for difficult sales meetings with partner brands and retailers. By identifying and communicating the key health benefits of drinking filtered water for consumers, the ‘crystal clear thinking’ campaign allowed a component brand with a small budget to make a significant impact on a category with unrecognised potential. The campaign led to the rise of Aqua Optima’s share of the water-filter kettle category, taking it from 20% to 55% between summer 2006 and January 2007.

Army Cadet Force, by Golley Slater & Partners – ‘In the naughty noughties, who’s going to look after the kids?’
With a budget of £2m Golley Slater created a campaign that changed the habits of a nation. Running from 2004–2005 it attracted 13,500 enquiries from potential Army Cadet Force instructors and 3,000 cadet enquiries; against a target of 10,000 instructors. The campaign was carried out in daunting circumstances: membership of Britain’s youth organisations was in freefall, youth culture had become yob culture as discipline spiralled out of control, the country was at war in two countries and volunteering was dramatically in decline. The campaign tapped into the target audience’s self-actualisation needs through the theme: ‘Be the difference’, and resulted in a highly motivated and fully recruited ACF instructor base.

Brother by BDH\TBWA – ‘Taking on the big boys by thinking small’.
As a challenger brand up against large competitors with deep pockets, finding a way to make a smaller budget deliver standout was difficult. This paper demonstrates how Brother was able to achieve this by focusing on a target audience that was overlooked by its competitors; the growing market of small businesses and homeworkers. Furthermore, it shows how when used together, television advertising and sponsorship can achieve a big impact amongst a focused audience. In total the campaign generated £15.2m in incremental retail sales and paid for itself 2.3 times over.

BT Total Broadband (Northern Ireland) by AV Browne Advertising – ‘BTNI makes a Broadband ‘Connection’ with the local market’.
‘BTNI makes a Broadband ‘Connection’ with the local market.’
In March 2006 BTNI were struggling to compete in a marketplace saturated with Broadband offers, including the introduction of free Broadband by two of its main competitors. BTNI had to rethink their advertising strategy and subsequently adopted a new approach that focused on making BT Broadband relevant to consumers and making an emotional bond with them. This emotional connection was enough to drive total sales 230% above target and the campaign generated an impressive £4.25 for every £1 invested. BTNI now have an approach to their advertising that will differentiate them from the competition for some time to come.

Carex by BDH\TBWA – ‘The same old story? Why the best long- term advertising doesn’t always have to tell the same old story’.
This paper reveals how a long-term commitment to advertising ensured the maintenance of Carex as the UK’s No. 1 hand washing brand and enabled category growth. This campaign also challenged the widely accepted belief that long-term advertising must have a consistent message. Carex has used six phases of successful, but different, creative ideas between the years of 1996–2006, but continually gave the market new messages about the brand. It has given customers new reasons to remain loyal and non-users reasons to reconsider. The advertising for this campaign has generated an estimated £35.9m incremental retail sales through an advertising investment of £10.4m.

Child Protection on the Internet, Home Office, by Profero – ‘How advertising changed the attitudes of a generation to make them safer’.
This paper shows that despite a limited budget and a notoriously evasive young, internet-savvy audience, the campaign succeeded in changing the mindset of a generation by making them behave more sensibly on and offline. This reduced the number of young people putting themselves at risk of encountering paedophiles. The number of children who would not give out personal information increased by 50% and there was a 19% increase in the number of children who would take someone with them when meeting up with someone they had met online. The communications strategy successfully combined interactive media with a creative idea that tapped into online chat culture and cleverly illustrated the dangerous repercussions that risky online behaviour can have in the real world.

Churchill Square shopping centre by Tomlin Bean Associates – ‘Destination marketing in Brighton’.
This paper provides an insight into the power of brand marketing to lift a regional shopping centre in Brighton, Churchill Square, from a steady decline in footfall to become a destination of choice for millions of shoppers on the South Coast. Independent research studies revealed that Churchill Square was losing market share in the outer-catchment zone and in female visitors who are regular visitors and purchasers of fashion brands. In light of this research, and with limited resources, Tomlin Bean Associates developed a campaign theme focussing on the fashion offering at the centre, using the strapline ‘There’s no wear like Churchill Square’.  The 12-month campaign reversed a three-year decline in visitor numbers and increased shopper/visitors by 6.1% at a time when the national average number of shopper/visitors fell by 4.9%.

‘Coca-Cola’ Zero by Vallance Carruthers Coleman Priest and Vizeum UK – ‘A new product launch without the downside’.
Coca-Cola Great Britain identified growing consumer demand, particularly from young men, for more choice in the light/no calorie sparkling soft drink/ beverages category. In June 2006, Coca-Cola Great Britain launched 'Coca-Cola' Zero targeting men aged 20–35. This paper outlines how VCCP and Vizeum UK produced a concentrated national media strategy, a clear engaging communication of 'Great Coke taste zero sugar' and a motivated trade launch. The 'Coca-Cola' Zero launch advertising built great awareness and demand for 'Coca-Cola' Zero and, according to ACNielsen figures, is the most successful new food and beverage launch in the past three years.

Cornwall Enterprise by Golley Slater & Partners – ‘Breathing life back into Cornwall’.
This paper shows how Golley Slater executed an EU-funded tourism marketing campaign for Cornwall Enterprise between 2003 and 2005 aimed at generating tourism revenue in the off season, on a budget of £1.6m. The campaign evolved throughout and followed a rigorous test and learn approach. It was initially highly product focused (sea, sand and heritage) but developed to reawaken the latent memory of lapsed visitors attracting people through the message ‘Cornwall is calling.’ The EU targets were exceeded by 239% and a final additional tourism contribution of £55m was generated with an ROI of 34:1.

Curanail (Galderma) by Austin West Media – ‘Defeating the criminails’.
This paper reveals how a highly effective integrated advertising and PR campaign raised awareness of fungal nail infections and the availability of an over-the-counter cure, Curanail. The creative idea focused on a spoof-cop idea to communicate the message that Curanail would police the problem of fungal nail infections, using the strapline ‘It’s better to get Curanail, than be a criminail.’ The campaign resulted in sales so far in excess of targets that advertising was put on hold while production caught up with demand. Galderma enjoyed a profit ROI of 167% in 2006 alone. Largely as a result of the success of this one launch, Galderma is now achieving sales growth of over 18% in 2006 and profits of around 30%.

Direct Payment by Miles Calcraft Briginshaw Duffy – ‘Giving it to you straight’.
For years, millions of Britons had become used to receiving social security benefits and pensions through paper-based methods. However, the Government announced that from 2003, electronic payments would become the norm. This move, unprecedented in its scale and complexity, was met with widespread hostility. This paper shows how an integrated communications campaign neutralised the emotionally charged atmosphere, by providing a stream of straightforward, non-threatening information about the new scheme. After two years, 95% of claimants had switched to electronic payments, compared to 43% previously. Furthermore, over seven years, the campaign is estimated to have delivered an ROI of £29 per £1 spent.

E4 Skins by 4 Creative – ‘How generation “Why should I care?’’ came to care about E4’s Skins’.
This paper is an example of a campaign that 'got it right' with 'Generation why should I care?' As Medialife 2006 put it, this is a generation that “embraces technology as an essential part of their lifestyle. You are a guest in their attention span, bore them and they will ruthlessly filter you out. Get it right and they will actively market to each other”. Rather than just promoting the show, the campaign brought the characters and their lives to life through social networking sites, virals, targeted outdoor, press and PR activities. In the short term, the campaign generated £1.6m incremental revenue.  Longer term it is projected that it will generate £4.6m, a return of £1.80 for every £1 spent.

Erskine by The Bridge – 'On the offensive. How marketing helped Erskine increase its relevance'.
This paper demonstrates how a charity for "ex-Service men and women" reduced its reliance on legacies and widened its donor base; how qualitative and quantitative research informed the strategy and measured effectiveness; and how an increase in awareness and understanding increased both the volume and value of general donations. In his introduction to the 2006 Annual Report, the Chairman of Erskine, James Scott, said "Awareness of Erskine reached an all time high in 2006 through a highly successful advertising campaign. This heightened awareness resulted in an increase in people across Scotland keen to support our work". General donations increased from £1.47m to £3.04m, the number of donors increased by 20% and the campaign has produced an ROI of 500%.

First ScotRail by Feather Brooksbank – ‘From tiny acorns great oaks may grow’.
Prior to November 2005, First ScotRail target audiences were defined in basic demographics. This seriously limited the accuracy of their media targeting. Working closely with them, Feather Brooksbank profiled their customer base using existing passenger data to develop a segmentation that would make an impact across the whole business, but most importantly improve the ROI of any advertising activity. The work increased ROI by 315% and 876% in two of the biggest advertising campaigns. These increases were achieved in spite of a largely negative context; more cars being bought, fiercer competition and the service itself had not fundamentally changed.

Glasgow City by Feather Brooksbank – ‘Glasgow: Scotland with style’.
Developed by Feather Brooksbank and implemented over 2005–2006, the media strategy for the Glasgow City Marketing Bureau has revolutionised the City brand’s marketing communications. Their strategy was based around a unique ‘Style Pyramid’. This pyramid was used for the analysis and targeting of its audience, who were made up of style setters, style adopters, capital leaders and UK style followers. It also provided a focus for advertising, PR and promotions. The campaign led to the highest hotel occupancy levels ever recorded in Glasgow, from 70.7% for year ending March 2005, to 75.3% for year ending March 2007 and provided a clear economic benefit to the city.

Hastings Hotels by AV Browne Advertising – ‘Battle of Hastings 2005–2006’.
Hastings Hotels used a tactical strategy of direct response email marketing to increase room occupancy and turnover, at a time when the majority of its marketing budget was invested in an extensive rebranding project and when the growth in the number of visitors to Northern Ireland was struggling to keep up with the growth in the number of hotel rooms. This two-year campaign overcame obstacles such as low budget and increased competition to generate a four-fold return on advertising investment and a profit of £115,249 for Hastings Hotels by December 2006, all from an expenditure of only £27,160.

Historic Scotland by The Union Advertising Agency – ‘Blasts from the past – bringing history to life for historic Scotland’.
Historic Scotland was faced with a downturn in visitor numbers, waning interest in historical buildings and greater competition from other ‘days out’. Choosing to focus their marketing strategy on meeting the needs of a modern audience, they created a calendar of events which gave them reasons to communicate and reasons for new people to try out Historic Scotland’s properties. This paper shows that by breathing new life into the brand and re-engaging with the Scottish public, Historic Scotland had the highest growth rate in years of lucrative annual memberships. This generated an ROI of £16 for every £1 spent for one of their key events, ‘The 2006 Free Weekend Event’.

IRN-BRU by The Leith Agency – ‘How David took on Goliath (wearing a big cuckoo suit)’.
As the carbonated market showed signs of a slowdown, A. G. Barr saw an opportunity to regain market share in a steadily growing energy drinks sector. To take on Red Bull and to gain a foothold in a growing energy drinks sector, but with a fraction of the spend, IRN-BRU 32 needed a successful launch fuelled by talked-about advertising. The resulting campaign’s media capitalised on the target audience’s energy drink consumption habits and featured ‘Derek the Cuckoo’ (a man in a giant blue cuckoo suit). This intended to cut through the clutter of soft drinks advertising in a memorable and engaging way. Less than a year into the product’s launch, the company had delivered a 6.7% increase in profit to £19.1m.

Knife Crime, Police Service of Northern Ireland, by Genesis – ‘Knife crime: How advertising can impact on the marginalised of society’.
Knife crime in Northern Ireland had increased from 81 incidents in May 2005 to 125 in May 2006. This paper reveals how the Police Service of Northern Ireland (PSNI) commissioned Genesis to create a campaign that would impact on those who were most likely to carry knives, 11 – 18-year-old males. Working collaboratively with the PSNI, the Juvenile Justice Bureau and the Youth Offending Team, Genesis spent time with this notoriously difficult and hard-to-reach audience, gaining insights into their motivations and beliefs. From this research they developed the campaign’s advertising idea ‘One thing can lead to another. NEVER carry a knife’. The campaign resulted in a 16.7% reduction in knife crimes, saving lives across Northern Ireland.

Magners by Media Planning Group – ‘The Magners Effect’.
This paper demonstrates how the successful Magners campaign was founded on the combination of a solid product and proposition, which identified an opportunity in the market for ‘premium’ cider, and an integrated sales and marketing programme. Using a high-impact and engaging communications strategy the advertising was used aggressively on a regional ‘colonise and conquer’ basis to generate mass consumer demand. In the three years since it launched, Magners has become the No. 1 selling packaged, long, alcoholic drink in the UK on-trade and has rejuvenated the cider category. The advertising delivered an ROI of up to £26.93 and the Cantrell & Cochrane share price rose from €2 to €12, by the end of 2006.

National Trust by AV Browne Advertising – ‘Go Enjoy!’
This paper outlines how AV Browne Advertising produced a National Trust campaign that delivered a message powerfully, consistently and persuasively that the National Trust is for everyone. A V Browne carried out consumer research and based on this, developed the new strapline ‘Go Enjoy!’ which was communicated via radio, outdoor and online advertising and PR. It succeeded in increasing the number of paying visitors to NT properties in Northern Ireland from just over 275,000 for the year 2002/03, to almost 510,000 in 2006, and delivered return on advertising investment of 234%, which will help secure National Trust’s long-term future in Northern Ireland.

Northern Bank by Navigator Blue – ‘Re: generations – The revitalising journey of a financial services brand’.
Northern Bank needed to gain back its market share, its No. 1 position and its credibility. Underpinned by a strategy of awareness, consideration and action, the communications campaign has delivered against the objectives of repositioning the brand, introducing a new product/service offering, and ultimately attracting and winning new customers. The positioning line ‘More then ever. Northern Bank’, was communicated using a mixed-channel strategy, leading with sustained television presence and closely supported with strong outdoor. As a result of the campaign, Northern Bank have seen significant direct business results specifically across new package uptake, personal customer numbers and registrations for internet banking.

Organ Donation, Scottish Executive by The Union Advertising Agency – ‘Life after death – the difficult business of signing people up for organ donation’.
Most people are ‘in favour’ of organ donation, but few of them sign up themselves. If individuals are not on the register, the likelihood that their organs will be used for transplant is greatly reduced. Using an inventive and brave approach to communications planning and powerful creative, this paper shows how Scottish people signed up faster than the rest of the UK. A rolling road-show took the campaign to regional towns, with media coverage and direct response activity ‘hot-housing’ areas of Scotland on a rolling basis. The campaign produced an ROI of £1.9m on a spend of £340k and has shown why future investment in communications will be crucial if the UK is to address the shortage of organs available for transplantation.

Original Source by BDH\TBWA – ‘It takes 2,997 words to make one zesty case study for original source’.
This paper explores how BDH\TBWA stimulated the growth of Original Source without diluting its values, nor the strength of the relationship it had with its consumers. They achieved this by creating an original campaign that retained the brand’s ‘cult’ feel. The strategy enabled consumers to discover the brand as they had always done, but discover it in significantly greater numbers. This was done via a bold, disruptive creative idea, exposed in an unconventional manner via a conventional medium – television. The TV advertising generated incremental retail sales of £657k by December 2006, with the eventual total impact of advertising reaching £1.6m over three years.  This paper demonstrates that a disruptive approach can make a measurable difference for smaller brands, both in terms of development goals and, ultimately, financial payback.

P&O Cruises by Miles Calcraft Briginshaw Duffy – ‘Filling ships’.
This paper explains how Miles Calcraft Briginshaw Duffy’s advertising campaign helped P&O cruises to erode the general public’s conceptual resistance to cruising, created over-demand, and supported the conversion of demand into profitable early bookings. Through consumer insight about the perceived claustrophobia of cruising, MCBD developed a creative strategy, and a multi-media campaign of brand response advertising which tracked holidaymakers through the decision making process. This was supported by online advertising. Between 2003 and 2006, nearly 50,000 new passengers were gained and average yields increased. Over four years, the overall ROI was £10.67 per £1.

P&O Ferries by Media Planning Group and Designate Communications LLP – ‘How P&O got its customers back on board’.
This paper reveals that by breaking away from the conventions of the ferries category, focusing all investment on a narrow consumer base and adopting a multi-media approach, P&O passenger numbers increased by 7% (at a time when the ferries market as a whole declined by 1%). All investment was focused on narrowly defined target audiences and a new creative campaign devised, featuring a reworking of the classic P&O flag into an iconic branding device. This was supported by a multi-media approach, combining high impact advertising executions, an innovative use of radio, sponsorship and a significant investment in online. P&O returned to profit for the first time in four years and the ROI increased by 25% on the previous year.

Pilkington Activ by BJL Group – ‘Johnny Nash and his crystal ball’.
This paper outlines the advertising campaign for Pilkington Activ, a self- cleaning glass that uses the combined action of rain and daylight to keep itself clean. The campaign successfully integrated the client and agency teams into a single project team united by a clear common goal, and demonstrated how a broader view and coordinated approach can optimise the impact of all communication channels by targeting the critical stages in the sales chain. It also shows how the Pro-Activ team were able to create and implement an integrated communications plan. This plan raised awareness, confidence and propensity to purchase amongst consumers. It also promoted stronger engagement and commitment from the trade. In total, the campaign increased sales by over 360%.

Police Community Support Officers by Manning Gottlieb OMD – ‘Plastic policemen? How ad-funded programming helped change perceptions of Police Community Support Officers’.
In order to aid the recruitment of Police Community Support Officers and to improve the public’s opinions about them, a communications programme was built around an advertiser-funded television programme ‘Beat: Life on the Street’. The programme achieved the objective of improving the public’s value of PCSOs, from an average of 28% pre-campaign, to 45% after the advertising and up to 62% after watching the programme. It became the UK’s biggest ever ad-funded programme with each episode being watched by an average of 2.5 million people. The campaign also proved effective at encouraging candidates to apply to become PCSOs.

The Police Service of Northern Ireland by AV Browne Advertising – ‘The changing face of the PSNI’.
This paper examines how advertising and a carefully planned strategic media placement increased the number of applications from people of an ethnic background to the Police Service of Northern Ireland. The strategic solution was implemented through the use of tactical media placement which included advertising in press and online publications/sites, solely aimed at the Chinese, Indian and African communities. The campaign creative was also changed to visually show both a Chinese and an Indian officer in an active duty role. The campaign succeeded in increasing the number of applications from its target audience by 79% in a period of two years, and helped the PSNI in their aim to ensure that their Police Service is fully representative of the multi-cultural population of Northern Ireland.

Pomegreat by Feather Brooksbank – ‘Pommebloodybrilliant’.
Pomegreat’s first above-the-line media campaign directly helped raise brand awareness by 47%, leading to a 52% increase in trial. This was achieved through a combination of fieldwork and desktop research and a defined strategic approach, which was carried through to a multi-media campaign using press, outdoor and online advertising. Their strategic thinking was based upon a need to build on the positive PR generated through the association with health benefits, but expanding that to reflect the product’s unique attributes: that pomegranates are the super fruit, and a unique sensory experience, and that Pomegreat is a highly visual product with a unique colour. The campaign helped Pomegreat achieve a market value of £16.4m and a market share of 5.2% within the ambient juice sector.

Road Safety Campaign, Road Safety Authority (Republic of Ireland) and the Department of the Environment (Northern Ireland) Road Safety Campaign by Lyle Bailie International – ‘Pay attention – or pay the price’.
This campaign was introduced in November 2002 in an effort to reduce the number of pedestrian deaths and serious injuries. The message ‘Pay attention – or pay the price’ was used to make road users take personal responsibility and demonstrate that irresponsible behaviour would have consequences both for themselves and, more importantly, others. The campaign produced widespread positive results: 407 pedestrians are alive and uninjured today as a result of the campaign and influence levels peaked at over 90%. Furthermore, the public isolated road safety TV ads as one of the most influential factors in saving lives. The economic payback of the campaign was £60m in Northern Ireland and €105m in the Republic of Ireland.

Ryvita Minis, Mortimer Whitaker O’Sullivan Advertising – ‘How the Ryita ‘Big taste mini waist’ campaign featuring Fern Britton created larger than expected benefits for Ryvita’.
This paper demonstrates the power of a creative idea to re-engineer a brand’s destiny, turning the fundamental premise of the brand’s diet heritage upside down. The Ryvita ‘Big taste mini waist’ TV campaign achieved this by using a celebrity well known for being big, Fern Britton and positioning Ryvita Minis as an enjoyable snack you can celebrate eating. By generating consumer reappraisal, Minis exceeded their targets. Following the launch, Minis has grown into a £9m business with over 25% market share, bringing over two million new consumers back in to the Ryvita brand. The campaign generated a £1.91 return for every £1 invested and £4.07m additional profit for Ryvita Ltd.

Scottish Executive by The Leith Agency – ‘Continuing the fight against drug dealers’.
Scottish Executive and Crimestoppers wanted to attack the menace of drug dealers by encouraging the public to provide actionable information about dealing in their local area. Using innovative qualitative research, the campaign theme ‘Drug dealers don’t dare’ was identified as the most powerful approach. The campaign consisted of local and national press, bus sides, 48-sheets, 6-sheets, underground posters, bus ticket media, beer mats and washroom posters. Overall, the campaign prompted 73% recall, 5,600 actionable calls, a 429% increase in call volumes over the campaign period, and the seizure of over £2m of drugs. Leads generated have so far led to over 700 arrests and a significant step towards a better quality of life for people living in hard-hit communities.

Stop Attacks, Northern Ireland Fire and Rescue Service, by Ardmore Advertising – ‘We’re the target, you’re the victim’.
This paper explains how Ardmore Advertising deployed a phased, unique advertising and communica-tions strategy in order to drive down attacks on fire fighters in working class areas of Northern Ireland and reduce incidents, injuries, damage, and costs borne by the public themselves. The campaign created the strapline ‘We’re the target, you’re the victim’, held a media launch and engaged with key community leaders. It also used TV, radio, ambient, press and outdoor advertising, as well as direct marketing and PR activity to target their audience. This campaign reversed trends and injuries. There was a decrease in damage, costs were saved and objectives exceeded. It achieved over 60% reductions on key metrics and an investment return of 300%.

Subway Stores by Frame Agency and MediaCom – ‘Subway on a roll’.
Subway is a US sandwich chain that sells ‘Subs’. This paper outlines how an existing promotional offer was transformed into a successful brand building promotion with a fully integrated marketing campaign. The actual product, the submarine shaped roll, didn’t change, but it was repositioned, re-branded as a ‘sub’ and re-launched. The regional trial became a successful national campaign that went on to be a global proposition. In the first regional test an investment of £400,000 over 11 weeks yielded an uplift of same-store sales of 12% year on year and 12% ROI. A year later, the test region return increased to 30%.

Tesco Green Clubcard by EHS Brann – ‘Rewarding the Green Consumer’.
In 2006, Tesco customers cited the environment as an area of greatest concern, and singled out plastic bag usage in particular. Tesco therefore launched Green Clubcard Points with the objective of reducing carrier bag usage through rewards rather than penalties. This paper outlines how the campaign was communicated using television advertisements featuring celebrities, including Ronnie Corbett and Martine McCutcheon. These ads were supported with media relations activity and direct marketing to Tesco customers and staff. Over the period of the campaign, Tesco increased customer volume by 140,000 and reduced its carrier bag costs by £4.5m. Tesco were also rewarded with a dramatic improvement in customers’ perception of their green credentials.

The Big Plus by The Bridge – ‘The Big Plus: Improving Scotland’s literacy and numeracy skills’.
One in five adults in Scotland has difficulties with reading, writing or numbers, which can have a devastating effect on their lives. This paper shows how sensitive customer insights informed development of ‘The Big Plus’ adult literacy and numeracy campaign. These insights were used to develop all aspects of communication, including the television and radio commercials as well as the fulfillment materials that acted as a bridge between initial engagement and participation. The campaign reduced stigma, generated over 17,600 responses and had an economic benefit to the Scottish economy as a whole. But the biggest plus comes through in the words of one of the learners: “I'm now the person I should have been.”

The Irish News by Navigator Blue – ‘First for jobs’.
The Irish News, a Northern Ireland regional daily newspaper, took on the recruitment market’s leading title, The Belfast Telegraph, and in a highly competitive marketplace. The creative idea for the campaign illustrated a series of jelly baby characters to represent the wide choice and variety of occupations on offer – doctor, accountant, nurse, baker, builder, professional, welder. This was communicated using outdoor, radio and press advertising as well as direct marketing. The campaign successfully raised awareness of the ‘Jobs on Thursday’ recruitment section and reflected the diversity and range of jobs on offer. It also capitalised on the fact that it was out a day earlier than The Belfast Telegraph, repositioning Thursday as the day for jobs, not the traditional Friday. Overall the campaign secured increases in recruitment circulation, readership, and advertising revenue by 3.62%, 24.2% and 14.91% respectively.

Translink Metro by Navigator Blue – ‘Driven: A success story’.
The twelve months following the introduction of Metro as Belfast’s rebranded bus service were both highly successful for the brand and notably significant for long-term development of public transport in the city. Using the strapline, ‘Leave the car behind – let’s go Metro’, this campaign informed and re-assured people about changing from travelling by car to travelling by Metro and, most importantly, successfully persuaded them to make the move. The message was communicated via television advertising, adshels and on the buses themselves. The campaign generated a 10.6% growth and an additional two million plus passenger journeys during that first twelve-month period, equating to an ROI of £3 for every £1 spent. The further 3% growth (provisional) by March 2007 represents the continuing trend.

Trident, Metropolitan Police Service by Miles Calcraft Briginshaw Duffy – ‘Making a small budget go a long way’.
This paper tells how the Metropolitan Police Service used communications to tackle black community gun crime in London. Working together, MCBD and MediaCom developed a three-year strategy for engaging streetwise black males, aged 14–24, in selected London boroughs. Using the rallying cry "Stop the guns", communications dramatised the devastating effects of gun crime, encouraged people to come forward with information and challenged the glamorous imagery surrounding guns. Creative media was central to the strategy, incorporating everything from petrol pumps to a music video. 
As a result of all this activity, calls with intelligence on gun crime were boosted by 86% and hundreds of thousands of young people were engaged with the campaign. Overall, there has been a sea-change in community attitudes, helping reduce gun crime in London by 15% since the campaign began.

Waitrose by Miles Calcraft Briginshaw Duffy – ‘David vs Goliath: The rematch’.
This paper reveals how Waitrose evolved its quality-driven communications strategy, to include an ethical dimension. Using television, press, radio, advertiser-funded programming and in-store advertising, amongst others, the campaign set out Waitrose’s product quality stories within a bigger, ethical picture. For example, one of their ads promoted Waitrose’s citrus fruit by highlighting their support for the South African farmers who grow them. This evolutionary communications approach has generated £99.2m incremental profits over five years and an ROI of £5.57 per £1 spent, proving that an ethical approach can be financially rewarding too.

Weetabix by WCRS – ‘The Weetabix week: Turning a barrier into a benefit’.
With an array of almost 300 different cereals to choose from, by 2005 plainer cereals such as Weetabix were suffering by being less ‘exciting’ than the newer entrants. The paper reveals how ‘Weetabix Week’ transformed the plainness of Weetabix from a product barrier to a benefit by showcasing how the subtle taste was the ideal companion for a range of toppings such as fruit, yoghurt, honey, nuts and more. The campaign was able to incorporate trends such as ‘superfoods’, including blueberries and brazil nuts and the Government’s ‘5-a-day’ initiative. The campaign brought over 100,000 new users into the brand and increased rate of purchase amongst existing consumers from 1.9 times a year to 2.4.

Note to editors:

Entries for the 2007 IPA Effectiveness Awards are invited from all UK agencies with an income up to £20m. These 'limited' awards were launched in 2005 and replaced the regional biennial AREA Awards and the Scottish IPA Awards and enable all agencies in the UK with an income up to £20m to compete on equal terms. They now regularly run on the odd year with a competition open to all agencies worldwide regardless of income running on the even year.

Judges for the 2007 IPA Effectiveness Awards include:
Chairman: Lord Gordon of Strathblane, CBE, and former Chairman of RAJAR
Convenor of Judges: Richard Storey, Chief Strategy Officer, M&C Saatchi
Deputy Convenor of Judges: Andy Nairn, Planning Director, Miles Calcraft Briginshaw Duffy

Client judges:
Andy Barnes, Sales Director, Channel 4
Richard Davis, Head of Procurement & Development, Premier Foods
Rob Furness, General Manager Non-Floorcare, Dyson Ltd
Alison Jones, Marketing Director, Debenhams
Marc Lawn, Head of Marketing Services, Britvic
Chris Harley Martin, Vice-President, Marketing & Innovation, GlaxoSmithKline UK
Chris McLeod, Head of Group Marketing Communication, Transport for London
Catrina Sheradon, Marketing Director, BT
Phil Smith, Former Commercial and Operations Director, Camelot plc
Roger Williams, Head of Marketing, Scottish Executive

Industry judges:
Ross Barr, Former Joint CEO, DDB London
Merry Baskin, Founder, Baskin Shark
Claire Beale, Editor, Campaign
Andrew Blazye, Group Customer Engagement Director, Dunnhumby Ltd
Ian Fairbrother, Managing Director, Fairbrother Lenz Eley
Professor Derek Holder, Managing Director, Institute of Direct Marketing
Mike Holmes, Founder, Holmes & Cook
Dr Richard Howells, Reader in Cultural and Creative Studies, Kings College
Martin Jones, Director of Advertising, AAR
Peter Mouncey, visiting Fellow, Cranfield University School of Management
Suki Thompson, Managing Director, Suki Thompson & Associates
Gary Stolkin, Global Chairman & CEO, The Talent Business
John Zealley, Managing Director, Accenture

Last updated 20/05/2008

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